Individual Learning Log – Tresha Samuda – 0601131 1

RUNNING HEADER: INDIVIDUAL LEARNING LOG

Activity 5

Individual Student Learning Log

Tresha Samuda

0601131
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Introduction

The Introduction to Training and Development course consists of eight (8) main topics

that will be explored over approximately eight (8) weeks. During this period I will be making

entries which will give a detailed summary of discussions during the lectures and tutorials. I will

also be documenting my reaction to the material discussed and what improvement I feel I need to

make in order to achieve maximum benefit from the overall course.

What I hope to learn from this course?

Based on the topics to be discussed I hope to gain an understanding on:

• How training and development ties into the organizations objectives and goals.

• The differences and similarities that exist between training and development

• Who is responsible for initiating training and how training needs are determined

• The different steps in the training process

• What are the benefits of training and who will benefit from the training

• How to effectively design and deliver and evaluate training programmes using the

different types of training and the methodologies available.

What kind of assignments do I expect?

I expect assignments that will enhance my understanding and allow me to apply the

training and development process to an organizational performance issue. Some of the

assignments I prefer include individual independent study (article reviews) and report

preparation and interactive sessions (discussion of relevant chapters) that require class input and

involvement.
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What kind of assignments do I prefer?

I am a hands-on person, will put in the work, will research and document and I usually

compile fairly good documents. I prefer preparing written assignments. When I started the

University of Technology I knew I was being prepared for something much more comprehensive

than my administrative role in my current job. I have learnt over the years that I have shunned

away from making presentations and I am working to strengthen my skills in that area.

My experience as a learner and trainer?

My experience as a learner brought to the fore that when I was able integrate the material

with my own previous experiences I was able to understand and retain what I learnt. The

relevance of the information made it easier for me to grasp and connect with what was being

presented. In addition, the information was readily useable, meaning I was able to apply it to my

own work processes within my every day work life.

My experience as a trainer has taught me that in order to increase effectiveness in training

and making presentations I have to listen and acknowledge the participants ideas, praise people

as they learn, direct questions back to people, ask for examples from the participants, share

experiences, admit to not knowing the answer, focus on the participants concerns and not my

own, ask some questions initially that the participants can answer, create positive behavior

through reinforcement, and last but not least put people at ease.

What kind of assignments do I find objectionable?

Well, I do not find any type of assignment objectionable. I believe the course is

structured in a way to enhance my development, challenge my intelligence and also to ensure

that learning occurs. However, it is not always easy to work in a group setting. The reason for

this is because everyone is different and people will do things the way they know how. In
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addition, it is not an easy task to get persons to do things right the first time. In my first group

assignment for Training and Development, I noticed that at least one person did not put in the

required work and I was the only one who had an issue with it. This is one of the things I find

objectionable.

Week 1 – May 31, 2010 - Introduction to Training and Development and Strategic Training

The first topic covered in this course was “Introduction to training and development and

Strategic Training.” This area covered the meaning of training which was said to be a planned

activity for an individual to learn on the job competencies. This includes knowledge, skills,

attitudes and other behaviors. Other behaviors in this instance, means competencies like

problem solving skills and customer service.

Development talks about preparing people for the future. Learning talks about a relatively

permanent change in behavior. This means that as individuals, there has to be a level of

responsiveness as change is dynamic. During the lesson, factors that were critical to effect

change were also covered. Some of these factors were noted to be technology, competition,

globalization, customer service, the need for leadership, and the importance of knowledge.

Creating an effective training and development plan were also explored. The training and

development process which looks at how organizations design and develop training programs.

The steps in the process are as follows:

⋅ Conducting a needs assessment – this steps takes into consideration the organizational

needs, the task/job needs and people needs.

⋅ Ensure employees are ready for training and deals with individual attitudes and

motivation and basic skills

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⋅ Creating a learning environment which entails having the right learning objectives.

Materials and conduct pilot sessions and get feedback.

⋅ Selecting the method of learning which could be either traditional or e-learning.

⋅ Ensuring transferring of training which is actually ensuring that what is learned during

training is taken back to the organization and can be applied within the work setting.

⋅ Developing an evaluation plan and monitoring the evaluation program

In addition to that, the group discussed how to go about creating knowledge in a learning

environment. We acknowledged that knowledge could be explicit which is formalized, codified

and put into a language or tacit which is gained from experience. The discussion also

surrounded intellectual capital (value) which drives competitive advantage within the

organization.

The Strategic Training and development process covered:

- Business Strategy which encompasses cost leadership differentiation and growth strategy.

- Strategic training and development and initiatives which includes expanding who can be

trained, accelerating the pace of leadership and diversifying the learning portfolio

- Training and Development Activities

- Metrics that shows the value of training

Based on this session I have learnt that the purpose of training and development is not only to

ensure that employees can effectively accomplish their jobs but it entails giving the company a

strategic and competitive advantage over its competitors. Strategic positioning of training and

development directly promotes organizational business goals and objectives Organizations as a

result will create and maintain a learning organization. I have also learnt the definition of

knowledge management and am able to state some of the knowledge management practices. I
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have also gained an understanding of how training and development and organizational learning

are related.

Week 2 - June 7, 2010 – Needs Assessment

The Needs assessment lecture was seen as very insightful as I was able to relate to the topic.

A needs assessment is a systematic process used to determine training requirements, i.e. if

training is necessary. For the identification of training needs, the gap between the existing level

of knowledge, skills, performance and aptitudes of employees and the required levels of the

knowledge, skills performance and aptitude should be clearly specified. Training needs can be

identified clearly through the following types of analysis.

- Organizational Analysis which speaks to Business strategy (mission and vision), culture,

technology, resources, support of top management

- Task Analysis focuses on the task or job regardless of the employee doing the job.

- Person Analysis speaks to the requisite knowledge, skills, attitudes and other of the

individual carrying out the task.

The main purpose of a training needs assessment was noted to be to identify the performance

requirements within an organization in an effort to direct resources to the areas identified that

closely relate to fulfilling the organizational goal. Needs assessment is vital as not all solutions

will be found by implementing training. As a result, this analysis will determine the training

objectives and assist the trainer to identify who should be trained and the type of training

required.

Based on this topic I have learned how to properly conduct an analysis of organizational, job

and individual needs. I am also able to identify performance issues that are appropriate for
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training and development solutions as well as outline the steps required to produce an effective

training or development solution.

Week 3 - June 14, 2010 – Learning Theories

The objective of this session was to understand the effects of training interventions,

individual differences, and their interaction via the learning processes and the relevant training

outcomes. This process encompasses how adults learn and how to effectively design a training

program based on the theories of learning. Some of the theories covered were:

⋅ Thorndike and B.F Skinner’s Reinforcement Theory - which may be understood as

anything that increases the strength of response and tends to induce repetitions of the behavior

that preceded the reinforcement. The distinction may be made between positive reinforcement

and negative reinforcement. Positive reinforcement strengthens and increases behavior by the

presentation of desirable consequences. The consequences of positive behavior may be rewards.

This theory says that people are motivated to perform or to avoid certain behaviors. Extinction

speaks to the removal of certain behaviors.

⋅ Bandura’s Social Learning Theory - focuses on the learning that occurs within a social

context. It considers that people learn from one another, including such concepts as observational

learning, imitation, and modeling.

⋅ Locke and Latham’s Goal Setting Theory - states that if we set goals then we are

motivated to achieve them.

⋅ Henry Maslow’s Hierarchy of Needs Theory and Victor Vroom’s Expectancy Theory

were also covered to some extent.

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⋅ Malcolm Knowles Adult Learning Theory – He contrasted the concept of andragogy,

meaning the art and science of helping adults learn, with pedagogy, the art and science of

helping children learn. This theory states that adults always need to know why they are

learning. The theory assumes that adults are self directed learners; they bring experience

to the learning situation. They learn through doing, are problem-solvers and learn best

when the subject is of immediate use.

⋅ The final theory covered under this topic was the Information Processing Theory – My

understanding of this theory is that it utilizes the senses to process information. The

information is then stored for either a brief or extended period of time, depending upon

the processes following training.

Based on this topic I have learned how to apply the training and development process to an

organizational performance issue. I am also now able to explain the relationship between

learning theory and organizational effectiveness as well as outline the importance of various

theories of human motivation for training within the organization.

Week 4 - June 21, 2010 – Develop and Design Training Programmes

This training session was most interesting for me as this was the topic my group made its

presentation on, I was careful to give my full attention. In addition, I read a number of books,

documents, lectures, and articles and watched videos in an effort to successfully prepare our

group assignment.

The Training design phase is actually a follow through of the previously mentioned topics.

The training needs have been identified via the assessment process, after which, there is the

process of understanding how adults though exploration of the learning theories. This was carried
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out in order to prepare participants for learning and create a training experience that would

successfully change employee knowledge, skills, attitudes, and behaviors.

Training design and development Programme is a system that learners and trainers can implement

to meet the learning goals, it typically includes identifying learning objectives, needed facilities,

necessary funding, course content, lessons and sequence of lessons, the required material and

method of delivery.

David Kolb’s experiential theory was explored and this theory assumes that persons learn

through having experience and also that each individual has a learning preference. The elements

of a training design process were discussed in great detail. This includes:

⋅ Identifying the training objectives – the objectives must always reflect what it is that the

trainee is expected to do.

⋅ Determining the criteria – the standard of delivery that is expected

⋅ Condition – looks at the environment under which the trainee is expected to perform. The

training program should be properly coordinated and the room arranged appropriately.

⋅ Ensuring the material is meaningful – being able to take the information and apply to the

work setting. The material has to be linked to the job, the environment and the work experience.

In addition, participants want to be able to have new experiences to take back to the organization.

They require opportunities to practice as they learn through observation, experience and

interaction with each other.

⋅ Ensure feedback is given – this goes back to the training objectives as the outcome has to

be measured against the objectives to determine if the target has been met.

Another factor to take into consideration is who will be the trainer and whether that individual

will be selected internally or outsourced.

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Based on this topic I have learned to effectively design a training or development program to

address performance concerns. I am also able to prepare learning objectives, select the most

appropriate delivery method and produce content, instructional/learning and evaluation activities

and materials.

Week 5 - June 28, 2010 – Traditional Training methods and E-Learning and the Use of

Technology in Training

In this session the group was introduced to the different categories of training methods

which were identified as presentation, hands on and group building methods. Although, it was

stated that the traditional training methods were becoming obsolete, it must be highlighted that

the traditional method is still the most widely used method for training delivery.

The two types of presentation methods are noted to be lecture and audio visual techniques.

Hands on methods refer to training methods that require the trainee to be actively involved in

learning and include on-the-job training, simulations, case studies, business games, role plays

and behavior modeling. On-the-job training (OJT) refers to new or inexperienced employees

learning through observing peers or managers performing the job and trying to imitate their

behavior. OJT includes apprenticeships and self-directed learning programs. Group building

methods refer to training methods designed to improve team or group effectiveness. Group

techniques focus on helping teams increase their skills for effective teamwork. Group building

methods include adventure learning, team training and action learning.

E-Learning refers to the delivery of a learning, training or education program by electronic

means. E-learning involves the use of a computer or electronic device to provide training,

educational or learning material. e-Learning comes in many variations and often a combination

of the following:
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⋅ Purely online - no face-to-face meetings

⋅ Blended Learning - combination of online and face-to-face
⋅ Synchronous
⋅ Asynchronous
⋅ Instructor-led group
⋅ Self-study
⋅ Self-study with subject matter expert
⋅ Web-based
⋅ Computer-based (CD-ROM)
⋅ Video/audio tape

With the use of this method learning is self-paced and gives students a chance to speed up or

slow down as necessary Learning is self-directed, allowing students to choose content and tools

appropriate to their differing interests, needs, and skill levels. It accommodates multiple learning

styles using a variety of delivery methods geared to different learners; more effective for certain

learners. A major plus relating to e-learning is that it is designed around the learner.

Additionally geographical barriers are eliminated, opening up broader education options

I have learnt that e-learning methods are rapidly changing the way lessons are taught, and are

more effective at delivering training. In order for learning to take place training should not be

passive but more interactive.

Week 6 – July 5, 2010 – Transfer of Learning

Transfer of learning/training is effectively and continuously applying new knowledge,

skills and attitudes learned. It can be categorized into two aspects which are generalizations and

maintenance. Generalization looks at having the opportunity to effectively apply what is learned.

It refers to the degree, to which a learned behavior will be repeated correctly in a new situation,

or a learned skill or principle will be applied in a new situation. Maintenance of a behavior or

skill is a type of transfer. This is where the learned skill or behavior is maintained from one time
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to another. In transfer experiments, maintenance is often tested over a period of time after the

original learning. We also learned about the transfer of training theories.

- The first theory looked at identical elements or simulation theory and in this theory the

training environment is identical to the work environment.

- Stimulus Generalization states that general principles are applicable to many different

work situations. Getting a “cue” to carry out relevant tasks is mentioned in this theory.

- Cognitive Theory of Transfer states that meaningful material and coding schemes

enhance storage and recall of training content.

- Self management strategies speak to how individuals apply the new behavior without

being prompted by a supervisor. It is the individual’s attempt to control certain aspects of

decision making and behavior.

During this session the characteristics that influence transfer of training were

discussed. In addition, the learning organization and knowledge management concepts were

reviewed. I was able to identify three important mechanisms for the transfer of learning,

supervisor support of participants before, during, and after the program, opportunities to share

program learning with others, and agency-based projects that help participants apply the

knowledge gained from the training program.

Week 7 – July 12, 2010 – Training Evaluation

In this session we looked at the final step in the training process. It was highlighted that a

training evaluation (TE) is the systematic collection of descriptive and judgmental information

necessary to make training decisions. Since organizations have invested heavily in training and

education, they expect the outcomes/benefits to be measureable. Two main purposes of the

training evaluation exercise that I saw were:

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- Determine if a program achieved its objective

- Determine the cost-benefit ratio of training programme

In conducting this analysis of the evaluation, a comparison of the actual costs of the

scheme against the assessed benefits which are being obtained should be done. If the cost

exceeds the benefits, the scheme will need to be redesigned or withdrawn. During the validation

phase of the evaluation exercise Donald Kirkpatrick’s learning evaluation theory was drawn

upon. He looked at four main levels of an effective evaluation program:

⋅ Trainees’ reactions to the experience: Asking the trainees whether they thought the

training program was relevant to their work, and whether they found it useful.

⋅ Trainee learning: Measuring what the trainees have learned on the course by means of a

test at the end of it.

⋅ Changes in job behavior following training: This is relevant where the aim of the training

was to learn a skill.

⋅ Organizational change as a result of training: Finding out whether the training has

affected the work or behavior of other employees not on the course.

⋅ Impact of training on organizational goals: See whether the training scheme (and overall

program) has contributed to the overall objectives of organization.

During this session and also based on additional reading I have learnt to evaluate alternative

approaches to staff development using cost benefit and cost effectiveness analyses techniques.

Prioritize organizational learning needs. Forecast costs of alternative approaches for addressing

learning needs. Identify opportunities to maximize benefits while reducing costs and apply

techniques to evaluate training or development effectiveness.

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Week 8 – July 19, 2010 – Employee Development

Employee Development refers to those learning opportunities designed to help employees to

grow. It is about encouraging employees to acquire new or advanced skills, knowledge, and view

points, by providing learning and training facilities, and avenues where such new ideas can be

applied. There are four approaches to developing employees:

Formal Education – offsite and onsite programs designed specifically for the company’s

employees

Assessment – collecting information, and providing guidance as it relates to the incumbent’s

behavior, skill or communication style. This is most popular in the use of identifying employees

with managerial potential. It is also used as a measure of strengths and weaknesses for current

managers.

Job Experience – features including challenges and other issues faced on the job and include job

enlargement, job rotation, promotions, downward moves and transfers.

Interpersonal relationship – allowing senior employees to help employees understand the

operations of the organization. It includes mentoring and coaching.

The objectives of Employee Development includes attitude tuning which is done to

broaden the minds of employees by providing them with opportunities for an inter-change of

experiences within and outside the organization. Another objective of development is to boost

individual and collective moral and motivate the employees through words and deeds. It also

helps to prepare the employee (both the new and the old) to meet the present as well as changing

requirements of the job and the organization.

Based on my reading of this topic I have learned that employee development activities

are very important as they increase the motivation and moral of employees which has a rippling
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effect; as more motivated employees are more productive. Employees are given an opportunity

to cultivate better inter-personal and human relations. Development not only improves the

knowledge and skills for doing the existing job successfully but also helps the employees with

abilities and attitudes needed for higher positions and for the ever changing technologically fast

paced business world.

End of course assessment

How can I use what I have learned to enhance my professional development?

As a result of this Introduction to Training and Development module, I am now reliably

able to demonstrate how to analyze the training needs and effectively design and develop a

training program to suit my organization’s strategy and objectives. In addition I have learnt and

practiced steps involved in designing, delivering and evaluating training. I have also learnt that

there are organizational, societal and individual costs and benefits associated with workplace

training and development. In my division at work, our team has developed a knowledge sharing

initiative. This initiative covers areas relative to Information Technology and Business

Services/marketing activities. I believe I am now able to contribute to that initiative by assisting

with the development and design of the training programs to effectively reach participants and

allowing all involved to come away with new knowledge. By doing this, I will be able to put into

practice what I have learnt in this course. I will also be demonstrating to my supervisors and

colleagues that I am ready to take on new or additional responsibilities.

Reflection on the Course and my Experience

It was noted that rapid changes in technology and job design, along with the increasing

importance of learning and knowledge-based organizations, make training and development an

increasingly important topic in human resources development. In this course, I learned how to
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identify training and development needs through needs assessments, analyze jobs and tasks to

determine training and development objectives, create appropriate training objectives, design

effective training and development programs using different techniques or methods, implement a

variety a different training and development activities, and evaluate training and development

programs.

I believe an active learning approach was utilized the deliver this course. I saw where

students had to play an active role in learning by exploring issues and ideas under the guidance

of our tutor. We had to develop new methods of thinking based on questions raised, the quest for

answers and also based on how issues were interpreted. With this learning approach it is highly

likely that I will retain information gained on a long term basis.